First, manager tools is really wonderful, please keep up the great work! MT is important for me as I'm a new manager and my organization does not believe
in staff training courses (despite me asking).
When I first started, I had a tough situation and would like advice on how I could have dealt with it better, so I can learn for the future.
My first day, my boss took me aside for a one-on-one and told me my team (2 people) could not work with each other. They had even been separated into separate rooms as they now refused to work together. My boss admitted failure in the situation.
Considering I was:
* a brand new (female) manager
* new to the company
* both directs (male) were older than me, with experience in the field to which I was new (one had been in the company 6 years)
I wondered: how I was supposed to fix an issue that my boss had already admitted failure in?!
Since my 2 directs were not speaking, I implemented a form of 'one on ones' ( happy to hear from your podcasts that this was a good step!). I did try the odd team meeting but found it so unproductive as the atmosphere was so strained and the directs resistant.
I went to get advice from my boss, to which the reply was: well, one of them has to go as your life will be a nightmare. Pick one.
One direct's contract was almost up (2 months to go) but a promise had been made that they would get a permanat role, the other, more experienced direct had a permananent role already. Not surprisingly, a promise was broken and the fixed term contract report with less experience -lost out and was asked to leave at the end of their term.
I felt pretty terrible about the whole thing and all this was within the first 90 days! (the rule of no change for new managers?!)
This situation produced a bad feeling, also with the remaining staff member (there was also probably also some organization-wide gossip about me). Not to mention that the remaining staff member had actually wanted my job (being also several years my elder!). When I finally got a green light to re-hire a new direct (to bring the team back to 2 again) the new person was hearing these terrible stories from the disgruntled remaining staff member. Thus passing on 'bad feeling' and resistance and not to mention fear of being fired, to the new person. Leading to an ongoing cycle of poor performance.
I would love to know how I could have handled this better. What more could I have done? Perhaps keeping the younger, but more enthusiatic staff member would have been better? Or refuse to fire anyone and renew the short term contact on condition of working towards sorting out the team issue? I also felt like I had been dumped on and used as a scapegoat. Should I have put more pressure on my boss to sort out the mess? but then I didn't want to see like I was 'afraid' to deal with the situation and just passing it on someone else...
Suggestions would be more than welcome, as i'm keen to be a good boss and a good manager and I feel that currently I get no advice or support (or good role models) on how to do that! I wish I had found MT earlier! Thanks.